Volunteer Leadership and Organization Sustainability

1. Volunteer Leadership and Organization Sustainability

2. Leading for Success Leadership Now - We must become the change we wish to see in the world. " Mahatma Ghandi.

3. Great Leadership Begins with - A vision and an ability to inspire others A passion for what you and your team are doing A person someone wants to follow A person who can adapt, try new things and learn from mistakes A person just like you

4. Leading Isn’t Always Easy C H A N G E

5. 12 Step Program on Introducing Change • Develop a positive climate for change • Encourage an interest in improvement • Show people how change can help them • Help people increase their competence • Involve people in change decisions • Relate the change to their values • Develop a value for teamwork • Avoid direct confrontations with people • Debates are risky • Don’t react emotionally • Avoid inadvertent mistakes • Concentrate on factors within your control

6. Introducing Change

7. Influence: The Essence of Leadership In a volunteer setting, a leader may wish or need to influence participants to: • Increase their commitment toward a goal • Influence the outcome of a decision • Increase pressure to get something done • Gain support for a specific project

8. Influence Tactics Outcomes of Influence Attempts Resistance – avoids, ignores or actively resists Compliance – accepts but apathetically or unenthusiastically 3. Commitment – agrees with decision/influence and is enthusiastic – the response is positive not because they have to but they want to

9. Power Use Model • Hard/PushSoft/Pull • Less Choice Thoughtful • Strain relationshipMore latitude • Quicker results Garner support

10. The Art of Influence & Persuasion Rule #1 Prepare and Plan Pay attention to the smallest details Rule #2 Listen and Watch Think Big Ears…. Big Eyes….. Small Mouth…. Rule #3 Create a sense of reciprocity Do under others…. Rule # 4 Decisions are all about emotions What we won’t do to avoid pain…. Rule #5 Persuasiveness is about integrity Deceit is transparent…..

11. Let’s Practice • 1. TACTICS • What influence tactic(s) would be the most effective? • What influence tactic(s) would be the least effective? • What is the objective of the influence? • USE HANDOUT ON TACTICS • POWER USE MODEL • 2. INFLUENCE • Remember the 5 rules - which one(s) were most helpful in your delivery/response?

12. The Art of Persuasion

13. Challenge - Retiring Volunteers & Risk • Create Work Plan • What plan(s) do you have in place to keep your program going if a key member leaves? • Do you know what plan(s) you should have in place? • Identify key areas that could be a land mine • Identify what is needed to remove the risk • Identify people and or processes required

14. Creating a Work Plan(con’t) • Succession Planning Checklist for Volunteers • Do you have written policies and procedures that could be easily followed? • Do you share best practices with other volunteer groups? • Is your current system working? • Do you have a mentorship program to grow younger volunteers as leaders? • Do you delegate responsibilities to help reduce level of risk? • Do you use technology and/or engage skills based volunteers to help? • How will you help make the next person successful?

15. What is Staff Succession Planning? Staff Succession Planning is an organization’s plan and process: • to identify and secure the necessary talent to ensure continuity in key positions; and, • to develop and retain that talent for the future. There are two types of Staff Succession Planning: The Board’schief responsibility is to replace and integrate the new CEO/Executive Director. The CEO/Executive Director’sresponsibility is to replace key direct reports and other leaders in the organization.

16. Why Implement Succession Management? Why Create a Succession Plan?

17. Where Do the Levels of Succession Planning Exist? Board of Directors CEO/ED Position Organization

18. What Questions Does Succession Planning Answer? • What kind of business environment are we going to be in? • What leadership do we need in the future? • What leadership capability do we have now? • What leadership potential do we have for the future? • What action plans will help us realize our leadership potential? • What can we do better in the above process?

19. Where is Succession Planning Within Talent Management? A Talent Management Process typically includes everyone and everything in terms of people management: defining job descriptions, identifying people for hiring (and firing) (including those who are not in leadership roles), setting annual goals, employee relations, conducting annual performance reviews, giving promotions, assigning titling, and setting compensation and benefits. Succession Planning is the process of totally managing your succession needs for leadership roles within your Talent Management system. The Succession Planning process is the identification and planning for key roles, and also includes the overall development of all talent within your system.

20. Other Succession Planning Dependencies Succession Planning is dependent upon other functioning operational elements in your organization, including some Talent Management elements. Essential Elements Required Prior to starting Succession Planning Succession Planning helps you to choose leaders more effectively in your organization. Therefore, you need to have a defined mission & vision, a strategy, agreed upon annual goals, and an organizational design to support it all before you choose leaders responsible for execution. If these operational elements are not current, you also will find it difficult to define what skills you need to lead your organization, or how you expect people to lead. MISSION & VISION CURRENT STRATEGY ANNUAL GOALS ORG. DESIGN & JOB DESCRIPTIONS PERFORMANCE EVALUATION PROCESS COMP. & BENEFITS SYSTEM SUCCESSIONPLANNING

21. Board of Directors CEO/ED Position All internal candidates for positions have developmental plans to help them get ready. If there are no internal candidates, the organization is prepared to conduct an external search. People can also be developed for more than one role. Ready Now: COO Ready 1-2 Years: SVP Marketing Ready Now: None, Ext. Search Ready Now: Dir. Of Accounting Ready 1-2 Years: Warehouse Operations Ready 1-2 Years: None, Ext. Search Ready Now: Dir of Purchasing Ready Now: Accounts Payable Clerk Ready 1-2 Years: Dir of Logistics Ready 1-2 Years: None, Ext. Search Organization Ready Now: Communications Director Ready Now: None, Ext. Search Ready 1-2 Years: Dir of Development Ready 1-2 Years: HR Director Ready Now: None, Ext. Search Ready Now: HR Benefits Manager Ready 1-2 Years: Media Relations Mgr. Ready 1-2 Years: HR Payroll (share with Admin)

22. Be Prepared For Unforeseen Circumstances! Build a “Leaderful” Organization Through Succession Planning • Two Handouts: • Building Leaderful Organizations – Succession Planning for Nonprofits • Sample Emergency Succession Plan

23. Volunteer Resource Guide • • National Service Resource Center • www.nationalserviceresources.org • • Network for Good • www.networkforgood.org • • Service Leader • www.serviceleader.org • • ServeNet • www.servenet.org • • Students in Service to America Guidebookhttp://www.studentsinservicetoamerica.org/guidebook/index.html • http://ezinearticles.com/?12-Steps-to-Introducing-Meaningful-Change-in-Your-Group-Or-Organization&id=2074759 • Talent Intelligence. http://www.talentintelligence.com/succession-intelligence/ • Energize Inc. www.energizeinc.com • ePhilanthropyFoundation.org www.ephilanthropyfoundation.org • e-volunteerism.com www.e-volunteerism.com • Hands On Network www.handsonnetwork.org • Idealist.org: Action Without Borders www.idealist.org • Independent Sector www.independentsector.org • Volunteer Match.org • www.Volunteer2.com • http://perrydavis.info/2011/09/19/the-art-of-influence-and-persuasion/